Claire Durrant Email & Phone Number

Portsmouth, United Kingdom

Portsmouth, United Kingdom

• Responsible for the implementation of a new IT Clinical system in the Emergency Department, taking them from a paper based system to a paperless electronic solution. • Managed the OJ tender process from ITT to contract award, including facilitating business case, budget, functional requirements, site visits and scoring of tender responses.• Project managed the implementation of the project over a phased deployment overseeing 8 work streams: - IT infrastructure and Peripheral IT equipment, inbound and outbound Interfaces including data migration, Training, Supplier management, Clinical requirements, Practice Improvement/Change Management, Business and Operational reporting, • Product specialist and 1st line support of software solution during project implementation and transition phases• 3rd Party supplier management over the delivery of the software solution, including agreement of clinical configuration and ensuring contractual obligations were met.• Testing of software configuration to meet departments needs with Clinical Applications team.• Facilitated deliverables with external departments – alert and care plan management, referrals to specialities and safeguarding for Paediatric and Adult patients.• Management of system downtimes for upgrades and maintenance releases.• Development of operational reporting suite to manage department’s business needs and clinical information needs.

Hayling Island

A voluntary members role that15.2 The House Committee shall oversee the management of the Club estate, land and buildings and the onshore hotel services (food, accommodation, bars, car parking), security of the Clubpremises, and the co-ordination of internal and externally sponsored social events and theirsecurity.15.3 The House Committee shall:(a) in consultation with the Honorary Treasurer and General Manager prepare and submit to the General Committee the proposed annual budgets for accommodation, bar and catering budgets, corporate sailing and non-sailing events;(b) receive monthly trading accounts for bars, catering services and accommodation. It shall examine variations from agreed budgets and make recommendations to the General Committee for improvement or remedial action;(c) be responsible for advising the General Committee on the formulation of policy concerning domestic facilities in the Club, including public rooms, accommodation, bars, catering, car parking, access roads, landscaping and the site generally;(d) liaise with the Sailing Committee and Class Captains’ Forum on house-related matters;(e) be responsible for advising the General Committee on the facilities management and maintenance of the Club premises, and on the requirement for capital expenditure on structural alterations to the Club premises to maintain health and safety and improve the domestic facilities, and replacement and renewals for maintenance of Club on-shore property (excluding boats, moorings, winches and the pontoon jetty);(f) be responsible for marketing the Club as an attractive location for corporate sailing and non-sailing events, including dinners, meetings, away-days and wedding receptions;(g) present a written report to members at the Annual General Meeting.

Responsible for supporting the roll out of the “Fresh Thinking” initiatives to Compass UK & Eire businesses. Including supporting on • Ingredients Optimisation program• Implementation of new recipe planning and GP management tool• Implementation of GDA labelling project• Reporting of key KPI’s for each work stream and business sector.

• To manage the across sector programme of new contract mobilisation activity, ensuring the use of the most appropriate resource & mobilisation tools by priority status• To continually develop the mobilisation methodology & planning tools • Facilitate the sector based & function based nominated mobilisation resource • Manage the mobilisation PMO, allocating work based on business need, flexing resource to cope with peaks in demand• To support on major bids in relation to mobilisation activities including creation of mobilisation plans.

Responsible for the successful mobilisation of systems, processes and resources for the UNITE Connaught Services joint venture company between Connaught Partnerships and UNITE. Contract is providing maintenance and repairs to 144 University Accommodation buildings, in 34 cities in the UK. Circa £7million per annum delivered by circa 80 people.Key activities:Coordinating all work streams within an overall ensuring the timely mobilisation of operations ready to take responsibility for the management of the contract.Direct management of stream leaders including Operations, Human Resources, Processes and Procedures, Communications, Commercial/Finance and IT.Responsible for the back of house process and procedures and service level agreements for Joint Venture Company and Connaught's support services departments.Organising and attending regular meetings with Client and mobilisation team to review progress and issues.Key Challenges:Client going through complete business restructure during mobilisation period.Creation of new business processes and procedures for joint venture with two different cultural backgrounds and support service methodologies. Key Achievements:Successful TUPE transfer of 70 staff based in over 30 cities around the UK.Completion and delivery of corporate induction program.Delivery of technical assessment program and subsequent technical training plan for all blue collar operatives.Managing a virtual project team from two organisations based around the UK.

Responsible for the creation, implementation and ongoing day to day management of a new department providing business support to the South East Operational team - circa 3000 employees.Key Achievements:Set up and implementation of centralised team with standardised processes and procedures to support SE Region for back office support functions: Mobiles, Fleet, Corporate Work wear and IT. Mobilisations and Property.Standardisation of equipment/assets by job role for : Fleet, Corporate clothing, Tools, Van StockCreated standard specification and process including financial management for office refurbishments and new office requirements.Developed and implemented standard mobilisation methodology for all new contract wins in the South East.Systems implemented used as basis of national role out for contract mobilisation and property methodologies.Basis of SE Forms used for national role out for Fleet, Corporate.Responsible for several key mobilisations covering, over 500 TUPE transfers, 8 new offices, 380 new vehicles and clothing, tools, mobile/pda and training plans for all transferees.Key Challenges:No standard process and procedures at a PLC Group level for back office support functions.Several business restructures over a short period of time.

Responsible for the successful mobilisation of systems, processes and resources of the Mapeley Steps contract (a fifteen-year Hard/Soft services FM contract valued at £ 60m per annum for 763 buildings across the UK) to Alfred McAlpine Business Services.Key Achievements:Contract successfully mobilised in four months, from the date of the contract signing in February 2006 to the transfer of staff on 1 May 2006. Coordinating all work streams within an overall mobilisation budget of £3m ensuring the timely mobilisation of operations ready to take responsibility for the management of the contract.Project delivered within budget.Direct management of stream leaders including Operations, Human Resources, Compliance, Processes and Procedures, Communications, Commercial/Finance and IT.Responsible for new IT infrastructure and CAFM software product, including migration of the old system data and reporting.Responsible for the refurbishment project and fitting out of the office in Milton Keynes.

Tasked with the management of internal major IT projects, with responsibility for co-ordinating and controlling all disciplines, activities and materials supply to comply with stringent budgetary and time requirements.Key Achievements:A $78m major business relocation from 12 properties in south east England to one centralised building in Reading, moving approximately 2500 people over two building phases.MKI Closure: IT-related closure of a subsidiary company, throughout Europe.EMEA Server Consolidation: identification and classification of all servers throughout EMEANew Office fit out

Diploma, Administrative Management

Education record

Diploma, Administrative Management (Iam)

Practioner, Prince 2